- What qualities and attributes does the ideal McClarin principal possess?
- What qualities and attributes do the ideal teachers at McClarin possess?
- What qualities and attributes do the ideal students at McClarin possess?
- What qualities and attributes does the ideal student support team at McClarin possess?
When the interim principal reviewed the presentation of the principal group, she made no apologies for her "soft on crime" approach to leadership. In essence she told everyone that she is who she is and to get on board or let her know how she can help you move on.
One of the first things we study in the coaching endorsement are the 7 Norms for Collaboration with an emphasis on "Presuming Positive Intentions." Every principal has an agenda. We have to assume that his/her actions are based on what they believe to be the best for their student body. What happens with you disagree with the principal's direction? We have all been there either hired in a school under false pretenses or suffered through a regime change that turns the school in a different direction. What do you do?
When the question was posed in class, I told the gentleman that I saw three options:
- Suck it up and ride the wave.
- Provide new experiences for the administrator that might change the course of his/her plan. "You can't change what people believe, but you can give them new experiences (that change what they believe)." Unknown
- Seek new employment.
As educators, we make difficult decisions every day. When trying to change the direction of a school without the support of the administration, what do you do? How do you re-educate an administrator to change the flow in a building? We have to be willing to make a few people uncomfortable in their position to start the change process.
I was thinking of writing about this topic on my next blog....but I'm SO glad you did! This has been weighing on my mind alot lately. I have been trying to delicately say to my principal "this is what I learned in my leadership class" or "I read this great article, do you think it's something we can try here?" I like my principal, don't get me wrong, but I find myself constantly saying "why do I think I can do this better?" And the truth is, maybe I can't. I feel comfortable talking with my principal so I try to find subtle ways of bringing change into our building. He is very supportive of change and wanting to make things better but what I struggle with is letting him know that we need him to be a part of the change too. I always try to be respectful and acknowledge that he is the leader and I will do what he asks, but it is so hard sometimes to express what needs to change. I'm glad to know that principals can be coached and that this happens at other places. I don't want to seek other employment and I'm not good at sucking things up. So, I guess, for now I'll keep trying to put new experiences out there! Thanks for the insight!
ReplyDeleteOh, one more thing, I've been in the pre-planning meeting where a former principal said "If you don't like it, get off the bus! I'll help you!" Nothing sets a bad tone for the new school year than hearing "if you don't like it, move on." I hope as a future administrator, I avoid sending that message. I want to build open lines of communication with employees so that we can resolve problems and help make each other better.
ReplyDeleteIs it possible to find common ground? It seems that compromise is a bad word in politics, but hopefully it is still valued in education!
ReplyDeleteI think common ground is an option...but only if both parties are willing. What Tim has proposed is a very real scenario in education today. Yes, compromise is always around, but when a new leader comes in and wants to change the direction of a building, and a strong building leader (not the main principal, just a person on the leadership team) who has vested blood, sweat, and tears into that building, feels like his/her voice is no longer heard or necessary, then that's a difficult position to be in.
ReplyDeleteIn some ways, I think the person who is taking over (the new principal) needs to not come in and make incredible changes right off the bat. Even though some schools need incredible changes to be made immediately, truly, this is not usually the case. By and large, most schools are doing many things right. The insecure leader is the one who comes in and acts as if the entire school was off-track until he/she got into the building.
This is where savvy leadership comes into play, in my opinion. As the new sheriff in town, you don't want to break the spirits of your most productive and contributing staff members. Then you'd be in a difficult place to try to replace them. But you also want the school to know you have a vision and a direction you want to go in. This is a tough spot to be in, but I think savvy leaders can do what Dr. Sauers suggested and find a happy medium! Good leaders try to not leave people behind (who don't want to be left behind). They always find a way to include everyone's opinions and expertise.